Powerful Mechanism for Deployment. November 2004 Copyright 2004 Raytheon Company. All rights reserved.

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1 Team-of of-four Powerful Mechanism for Deployment

2 Author contact info Laurie Haack Senior Principal Software Engineer Engineering Process Group Network Centric Systems Raytheon Company Fullerton, CA

3 Organization and Accomplishments Network Centric Systems, Fullerton, CA SW CMMI Level 5 and SE CMMI Level 3 + in December 2003 Second SW-CMM Level 5 in September 2002 SW-CMM Level 5 in October 1998 First SW-CMM Level 3 in world in

4 Many pieces to puzzle for organization and project success Organization Processes Best Practices Program Requirements Lessons Learned Quantitative Methods 4

5 Process Improvement Requires Synergy between Organization and Programs To achieve high levels of process maturity, the organization and programs must work closely together New process at the organization level need to be deployed to programs Best practices and lessons learned from the program levels must be flowed to the organization and shared across programs Quantitative management activities need infrastructure to facilitate metrics collection and analysis 5

6 (ToF( ToF) ) Concept Concept successful at other Raytheon sites Adopted the concept in Fullerton in 2001 Consistent with integrated product team approach Very effective mechanism for process improvement promotes synergy between organization and programs 6

7 What is a Team-of of-four (ToF( ToF)? A teamed approach to project leadership and support Team goal is to help ensure project success while helping the organization improve over time The team members bring a broad perspective, can better facilitate sharing across projects and help the organization improve as a whole Also the primary mechanism for process deployment activities on projects Supports the organization s process improvement efforts 7

8 Who is on a SW Team-of of-four (ToF( ToF)?? Software Program Manager Quality Assurance Rep Engineering Management Rep Engineering Process Group Rep 8

9 Morphing of SW ToF to ToX SW ToF SE ToF ToF with multiple engineering disciplines 9

10 Expanded Team of X Software Engineering Manager Functional Managers Systems Engineering Manager Hardware Engineering Manager Program Engineer Engineering Process Group Rep Quality Rep concept expanded beyond software to include other engineering disciplines 10

11 ToF adds Value Better visibility of key drivers (e.g., Productivity and other measures) Collaborative risk mitigation Timely resolution of issues (more proactive, less reactive) Eliminates wasted activities (no reinventing the wheel ) Institutionalized processes In-Phase containment of defects Shared Lessons Learned and Best Practices Improved Program Performance Improved Process/Product Quality Stronger Tie between Programs and Functional Organizations More Successful IPTs More Predictable Programs 11

12 ToF Effective at all Maturity Levels supports Level 1 through Level 5 programs Less mature programs focus on improving measurements, configuration management, etc More mature programs focus on quantitative management, process improvement 12

13 ToF Supports Program through Life Cycle supports programs during -Start up -Development -Wrap up -Maintenance 13

14 The Team-of of-four Process - Project Start-up Team sets up plans, process and metrics Uses engineering startup checklist to plan for startup events Develops plans for programs plans and procedures Tailors program process to organization processes Reviews plans including Software Development Plan/ Systems Engineering Management Plan, Metrics Plan, etc. Develops and reviews the Process Improvement Plan (PIP) 14

15 Process Deployment at Start up Reqmts SOW IMP/IMS SEMP/SDP Metrics Collection Plan Develop Project Plans Risk Mgt Plan Facilities Plan Process Improvement Plan SPEP HWEP SEP CSWP Section 5 RFO Directives Establish Tailor Organization Engineering Directives Obtain Approval of Tailoring from Policy Board Eng. Goals & Objectives Update, Baseline & Release Project Plans Update Project Plans Conduct Project Startup Review Update Tailoring as needed 15

16 The Team-of of-four Process- Development Phases During program development ToF focus is on: Quantitative Management Process Improvement 16

17 ToF Quantitative Management Determine what metrics to collect Determine best method for collection Establish goals and thresholds for key metrics Analyze metrics Look for trends, compare to organization norms Identify areas of concern Do causal analysis Prepare for reviews with senior management 17

18 Sample Requirements Volatility Report Requirements Volatility % Change (example) Percent requirement Volatility 10.00% 9.00% 8.00% 7.00% 6.00% 5.00% 4.00% 3.00% 2.00% 1.00% 0.00% % Requirement Volatility Org Volatility Baseline Upper Tolerance (+10%) Lower Tolerance (-10%) Customer requested deletion of these requirements. ECP- 029 cost/schedule in negotiation New functionality added. ECP-030 being generated, schedule relief of 2 weeks needed Sep-00 Oct-00 Nov-00 Dec-00 Jan-01 Feb-01 Mar-01 Apr-01 May-01 Jun-01 Jul-01 Aug-01 Sep-01 Totals Sep-00 Oct-00 Nov-00 Dec-00 Jan-01 Feb-01 Mar-01 Apr-01 May-01 Jun-01 Jul-01 Aug-01 Sep-01 Total # of Requirements # of Reqts Added # of Reqts Modified # of Reqts Deleted Total # Reqts changed % Requirement Volatility 1.45% 1.55% 8.81% 1.49% 1.29% 0.30% 1.70% 0.50% 0.00% 0.40% 1.90% 0.69% 0.00% Org Volatility Baseline 8.14% 5.76% 5.76% 5.76% 5.76% 5.76% 5.76% 0.65% 0.65% 0.65% 0.65% 0.65% 0.65% Upper Tolerance (+10%) 8.95% 6.34% 6.34% 6.34% 6.34% 6.34% 6.34% 0.72% 0.72% 0.72% 0.72% 0.72% 0.72% Lower Tolerance (-10%) 7.33% 5.18% 5.18% 5.18% 5.18% 5.18% 5.18% 0.59% 0.59% 0.59% 0.59% 0.59% 0.59% Program Lifecycle Phase CDR System Integration 18

19 Project Monitoring and Control Raytheon Management Chain Engineering Director - Sets engineering goals - Reviews project status bi-monthly Engineering Manager regularly monitors project activities as member of ToF Process & quality goals & objectives Review status towards goals and objectives Engineering Metrics Coordinator Engineering Management Engineering Goals & Norms SW Metrics History Data Project Team of offour Member of ToF Monitors process compliance and product quality Product Assurance Supports Engineering Director in establishing engineering goals Collects and analyzes metrics across the organization Maintains and reports status of progress against engineering goals Monitors project-level metrics collection Provides metrics training and consultation EPG Provides process support to project a member of ToF Flows organization level process improvements to project via ToF Shares project best practices with organization via EPG Meets at least monthly to: Analyze metrics and identify corrective and preventive actions Sponsor and monitor project process improvement activities Ensure program records are maintained Review org-level process improvements for incorporation into project processes 19

20 ToF Process Improvement Address activities identified in the program s process improvement plan Seek process improvements for areas identified in quantitative management Sponsor Six Sigma activities on the program Identify lessons learned and best practices to share with rest of organization Review other programs lessons learned and best practices and determine if they should be applied to this program Prepare for appraisals and audits 20

21 Process Improvement Cycle Updated engineering directives, training, tools & enablers Analyze data Identify improvements Incorporate process improvements Project Level Process Improvement Activities Project data Perform Process Collect Data Improve & pilot project process improvements within projects Evaluate effectiveness of improvements Plan & deploy process improvements Significant improvements Process innovations Org / Eng Level Process Improvement Activities Process Improvement Requests & Recommendations to Org-level Processes Pilot improvements, as necessary Evaluate effectiveness of improvements Improve & pilot org. process improvements Identify & prioritize improvements Process updates Eng / Business Unit Level Activities Identify org & business unit goals and needs Process Improvement Requests & Recommendations to Org-level Processes Collect & analyze pjt data, requests, recommendations Plan improvements, piloting, deployment Candidate improvement opportunities 21

22 The Team-of of-four Process - Wrap-up Activities At end of development: Collect and review lessons learned for the entire project Complete the end-of-project report and submit to the organization metrics team Present a project shutdown/summary report at the Engineering Project Reviews Determine if project is transitioning to maintenance and categorize the type of maintenance activity 22

23 The Team-of of-four Process - Transition to Maintenance: Develop a Maintenance Plan Review and revise the Software Development Plan and Systems Engineering Development Plan. Update tailoring report as needed Review and revise other plans and process documents as applicable 23

24 ToF Members Roles Software Engineering Manager Functional Managers Systems Engineering Manager Hardware Engineering Manager Program Engineer Engineering Process Group Rep Quality Rep 24

25 Program Engineer s Role Program Engineer responsible for all engineering activities on the program Chair of ToF Responsible for program reviews with senior management Looking out for overall project success Communicates to program members and to PMO 25

26 Functional Manager s Role Functional Manager includes SW, SE and/or HW program level manager Responsible for their discipline s activities Processes Monitoring progress Training of their team members Provide inputs for tailoring, planning, risk identification, causal analysis, etc. 26

27 Quality Engineer s Role Audit ToF Activities Participate Identify process problems Monitor deployment of new processes Participate in solving problems 27

28 Engineering Process Group (EPG) Member s Role Flow information between program and organization Engineering goals Lesson s learned Best practices Measurement data Facilitate Set up meetings Take minutes/track actions 28

29 Deploying Concepts procedure Identifies responsibilities, roles, typical activities Training conducted during meetings Hour ToF training course Training on metrics analysis, new processes, etc. EPG Liaison support team To provide training for new EPG members To ensure consistency in approach across teams 29

30 Benefits of Effective Teams-of of-four Improved engineering processes Improved communication/collaboration More consistency across projects Shared lessons learned for use on other programs Better product quality Improved competitiveness Promotes higher maturity processes Working as a Team Fosters Program Success 30

31 Q & A 31

32 Acronyms CMMI EPG HW IMP IMS IPT Mgmt PIP PMO Rep RFO SDP SE SEMP SW ToF ToX Capability Maturity Model Integration Engineering Process Group Hardware Integrated Master Plan Integrated Master Schedule Integrated Product Team Management Process Improvement Plan Program Management Office Representative Raytheon Fullerton Operations Software Development Plan Systems Engineering Systems Engineering ManagementPlan Software Engineering Team of Many 32

Business Value and Customer Benefits Derived from High Maturity

CMMI sm Technology Conference and User Group November 2002 Business Value and Customer Benefits Derived from High Maturity Alan Pflugrad Northrop Grumman Information Technology Defense Enterprise Solutions